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In the Peloponnesian War, the 414 BC final battle of Epipole showed the pitfalls of an over-reliance on communications and single circuits. During this last battle of the Athenian siege of Syracuse, the Syracusans countered the attempt of Athens to wall in the city by building a counter-wall in the projected path of Athen’s efforts. The Syracusans had gained a critical blocking position, and Athenian General Demosthenes concocted a plan to dislodge the defenders. The Athenian forces stalled during the daytime battles outside the counter-wall, when their enemies could easily observe and rally against them, so General Demosthenes planned t strike the counter-wall at night. The well-organized nighttime Athenian attack completely overwhelmed and nearly destroyed the first Syracusan garrison. As the alarm sounded, the Athenians rushed forward without allowing themselves time to re-organize and re-identify. When the first real resistance was met, the ensuing disaster captured by Thucydides is worth citing in full:

Primative IFF: “is this person stabbing me in the face?”

“Although there was a bright moon they saw each other only as men do by moonlight, that is to say, they could distinguish the form of the body, but could not tell for certain whether it was a friend or an enemy. Both had great numbers of heavy infantry moving about in a small space. Some of the Athenians were already defeated, while others were coming up yet unconquered for their first attack. A large part also of the rest of their forces either had only just got up, or were still ascending, so that they did not know which way to march. Owing to the rout that had taken place all in front was now in confusion, and the noise made it difficult to distinguish anything. The victorious Syracusans and allies were cheering each other on with loud cries, by night the only possible means of communication, and meanwhile receiving all who came against them; while the Athenians were seeking for one another, taking all in front of them for enemies, even although they might be some of their now flying friends; and by constantly asking for the watchword, which was their only means of recognition, not only caused great confusion among themselves by asking all at once, but also made it known to the enemy, whose own they did not so readily discover, as the Syracusans were victorious and not scattered, and thus less easily mistaken. The result was that if the Athenians fell in with a party of the enemy that was weaker than they, it escaped them through knowing their watchword; while if they themselves failed to answer they were put to the sword. But what hurt them as much, or indeed more than anything else, was the singing of the paean, from the perplexity which it caused by being nearly the same on either side; the Argives and Corcyraeans and any other Dorian peoples in the army, struck terror into the Athenians whenever they raised their paean, no less than did the enemy.”

In Sicily, the simple task of a man not stabbing his own ally in the face with a sword was hard enough with only primordial Identification Friend or Foe (IFF) and comms. In today’s high-speed remote-control warfare and vulnerable high-tech comms, in which seconds can mean life-or-death, the potential to accidentally destroy a friend, miss an enemy, or become isolated is even greater. When the enemy knows the “watch-words,” this potential becomes a certainty as paranoia and confusion set in.

The Offense Challenge

The defender often has the simpler fight. As illustrated in the excerpt and so aptly explained by the indomitable Chesty Puller, “So they’ve got us surrounded, good! Now we can fire in any direction, those bastards won’t get away this time!” The U.S. Navy, in its typical role as the expeditionary power, will almost always have that offense-disadvantage. It has yet to fight an enemy that can attack the precious network of communications that creates such an unspeakable force multiplier in the field. When the network is attacked, the swarm of American ships, missiles, and aircraft itself becomes a liability, as were the Athenians who cut apart their own brothers ahead of them.

Protecting Less with More

The solution to the communication weakness is to stay ahead of the offense-defense struggle through aggressive capital investment and streamlined lines of communication. As with the use of setting AEGIS doctrine to auto-respond to anti-ship missile (ASM) threats, cyber-warfare is far too fast for human operators. Our virtual-defense infrastructure may be significant, but it is slow, human, and defending far too many unnecessary and redundant communications. A response is a smarter investment in cyber-defense capital and a more disciplined use of our vital communications networks.“We got the info via e-mail? Good! Bill, request a message. Susanne, request it be added to three status and SITREP messages. I’ll request voice reports on two different circuits. I’ll also need 6 of you to chat them every 3 minutes from your individual accounts. After that, we’ll send a powerpoint for them to update. Also, one of you be sure to forget this is high-side information and constantly ping them until they cave and email it from Gmail. Get to it, people!”

Streamlining comes from bringing all communications under control, or more accurately bringing under control those using them. We are the Athenians screaming our watch-word at one another because no one bothered to re-organize before charging in. It boils down to paying attention and staying calm; what we have is seventeen sources pinging a ship for the same information that is held in 8 PowerPoint trackers, 2 messages, at least one call over the voice circuits, and 30 emails with at least half the lazy people asking for the information in the CC line. The sheer bandwidth of material that needs protection and monitoring could be decreased with a “ctrl-f” search of email and message traffic. It also leaves a veritable treasure-trove of information lying around in hundreds of different locations, making it easier to steal or detect. Better training – not only in proper communications procedures/methods, but basic computer literacy, – could solve this problem.

Unfortunately, no matter what Hollywood would have you believe, most cyber attacks can’t be defeated by John McClane.

The speed of cyber-attacks only allows the “labor” side of the equation to be reactive; capital investment would concentrate more money in autonomous and innovative defensive programs: 10th Fleet’s AEGIS. Proactive patrol and detection can be done with greater advances in adaptive self-modifying programs and programs that can learn or understand context. Recent developments in computing systems point to more organic systems that can”live” in the systems they defend. Biological processors and organic computing allow for hardware that thinks and learns independently, potentially giving defensive networks the added advantage of an instinct and suspicion. The development of mutable indium antimonide magnetic processors mean that the circuit hardware of a device may now be as mutable as the software running it. Imagine the vast new horizons in the OODA loop of defensive cyber systems with hubs sporting the defensive animal instinct and the ability to re-wire their own hardware. The image painted is dramatic and far-off, but modest investment and staged introduction would serve as a better model than the dangerous possibility of a “human wave” mode of thinking. With better fluid cyber-defense systems guarding more disciplined communicators, the U.S. Navy can guard its forces against Epipolaes.

Matt Hipple is a surface warfare officer in the U.S. Navy. The opinions and views expressed in this post are his alone and are presented in his personal capacity. They do not necessarily represent the views of U.S. Department of Defense or the U.S. Navy.

For the Athenians, the Great Harbor of Syracuse was anything but. A monument to the Athenian tactic of bottle-necking of the “world’s” most powerful navy, the battle at the Great Harbor symbolizes the cost of trading mobility for convenience. Today, the five carriers lined up in Norfolk like dominoes are reminiscent of that inflexibility, serving as a greater metaphor for constraints the fiscal crisis may impose on the U.S. Navy worldwide.

“A good plan violently executed now is better than a perfect plan executed after the enemy has finished exterminating your entire naval task force and running you to ground in a quarry where you are executed or sold off as spoils of war.”– General Patton, sort of

During the siege of Syracuse, the Athenian expedition anchored its naval task force inside the protected Great Harbor of Syracuse. Maintaining such a large force in a single place and at anchor decreased the costs of manning and command and control (C2). The single entrance of the harbor and its copious defenses against wind and wave also simplified the fleet’s maintenance and logistics. The convenience came at heavy cost. The fleet’s great numerical advantage was lessened by lack of mobility. Infrequent patrols allowed the Athenians to deploy navigational hazards and blockade runners. Syracuse’s superficially low-cost, reactive approach lost to the proactivity of the enemy. The harbor’s single entrance turned into a nightmare scenario as the massive fleet was locked into the harbor by a chain of ships strung across the entrance. The fleet of the mightiest naval power in the world died in a Sicilian quarry without a single ship remaining.

One stone? Don’t worry, we’re way past two birds.

America’s Great Harbor is not in a foreign land, but up Thimble Shoals Channel and through the gap in the Hampton Roads beltway. Five carriers, the world’s most powerful collection of conventional naval power in one location, sit idle at harbor, one beside the other. The United States maintains a massive naval center of gravity, within a single chokepoint that could be plugged at a moment’s notice in prelude to further enemy action. The concentration not only lends itself to easy containment, but simplifies the potential for espionage and terrorism. The fiscal noose tightening around the Navy’s neck is creating a prime target that goes against every lesson we’ve learned from Pearl Harbor to Yemen.

America’s Great Harbor is a vicarious manifestation of a more terrifying fleet-wide atrophy. Sequestration will force the navy into a fiscal Great Harbor. A 55% decrease in Middle Eastern operational flights, a 100% cut in South American deployments, a 100% cut in non-BMD Mediterranean deployments, cutting all exercises, cutting all non-deployed operations unassociated with pre-deployment workups, as well as a slew of major cuts to training – these further compound the losses from the Navy’s previous evisceration of the training regime. Despite a growing trend of worries about fleet maintenance, a half year of aircraft maintenance and 23 ship availabilities will be cancelled. The snowballing impact on already suffering training and maintenance will further exacerbate that diminishing return on size and quality created by the fiscal Great Harbor. Nations like China and Iran continue to make great strides in countering a force that will recede in reach, proficiency, and awareness. The mighty U.S. Navy is forced to sit at anchor while the forces arrayed against her build a wall across the harbor mouth.

What directionless security assistance program? All I see is dancing kids!

Military leadership has done a poor to terrible job advocating the true cost of defense cuts. A series of actions by the brass has undermined their credibility and covered up the problem. The blinders-on advocation for teetering problems like LCS and the F-35 have undermined the trust that military leadership either needs or can handle money for project development. The Navy personnel cuts were pushed for hard by leadership, and when the Navy grossly overshot its target, the alarms were much quieter than the advocation; the ensuing problems were left unadvertised. In general, military-wide leadership uses public affairs not to inform, but as a method to keep too positive a spin in a misguided attempt to keep the public faith. That public faith has removed vital necessary support in a time when the military is rife with problems that absolutely require funding. The PAO white-wash helps under-achieving programs and leadership get passed over by the critical eye. Where Athenian leaders were frank with their supporters at home, stubbornness and inappropriate positivity have undercut military leadership’s ability break loose from the fiscal harbor.

Those who dismiss the hazard of sequestration are wrong in the extreme. When I was an NROTC midshipman, I remember a map on the wall of the supply building: a 1988 chart of all US Navy bases around the world. Today’s relative paucity of reach leads some to believe that surviving one scaling back shows inoculation against another. However, the law of diminishing returns has a dangerous inverse. Each progressive cut becomes ever more damaging. The U.S. Navy and sequestration apologists must realize what dangerous waters the Navy is being forced to anchor in. The question is, how long can the navy safely stay in the Great Harbor before her enemies get the best of her?

Matt Hipple is a surface warfare officer in the U.S. Navy. The opinions and views expressed in this post are his alone and are presented in his personal capacity. They do not necessarily represent the views of U.S. Department of Defense or the U.S. Navy, although he wishes they did.

The demands of the warfighter are like cheese processed through the lactose intolerant digestive tract that is military supply; though digestion is a vital process, it can be unspeakably painful and smell of rotten eggs. End-users already plagued by rapidly decreasing manning and time are now interrupted by long backorder lead times, artificial constraints on off-the-shelf solutions, and funding. Personnel are known to skip the supply system altogether, purchasing parts or equipment out of pocket when an inspection is on the line. This both hides the problem and takes from the pockets our sailors. The military has forgotten that supply exists for the utility the operator, not the ease of the audited. For the military supply system to regain the trust and capabilities necessary to serve the end-user, reforms to the way supplies are selected, commercial purchases are managed, and funding requested are necessary.

COSAL:

The first major problem is the Coordinated Shipboard Allowance List (COSAL). COSAL is a process by which the navy’s supply system determines what supplies it should stock on the shelves; items are ordered through the in-house supply system and the hits in the system raise the priority to stock. Unfortunately, COSAL is reactive rather than predictive and cannot meet the needs of either the new aches of an aging fleet or the growing pains of new ships. As ships grow long-in-the-tooth, parts and equipment once reliable require replacement or repair. New ships find casualties in systems meant to last several years. Equipment lists also change, leading to fleet-wide demands for devices only in limited, if any, supply. The non-COSAL items are suddenly in great demand but nowhere to be found. Critical casualties have month+ long wait-times for repairs as parts are back-ordered from little COSAL support. Commands attempt to fill their time-sensitive need by open purchasing these items from the external market, which are not COSAL tracked. This leads to either supply forcing the workcenter to order through supply and end-users waiting potentially months for critical backordered items, or the open purchase being accomplished and COSAL staying unchanged. Although difficult, the supply system should be more flexible to open-purchasing stock item equivalents due to time constraints while integrating open purchase equivalence tracking into the COSAL process. This bypasses the faults of COSAL’s reactionary nature while still updating the supply system with the changing demands.

Split Purchasing:

The limitations on open purchasing (buying commercial off-the-shelf) create artificial shortages of material easily available on the street. Namely, when items are not under General Services Administration (GSA) contract, single vendor purchases or purchases for a single purpose cannot exceed $3,000, no matter how the critical need or short the deadline. This further exacerbates the problems from an unsupportive COSAL; if requirements exceed purchase limitations, requests are sent through a lengthy contracting process which wastes more time than money saved. The contracting requirement ignores the fact that from the work-center supervisor to the supply officer, everyone now has the ability to search the internet for companies and can compare quotes. Purchasers need not be encouraged to spend less money, since they have the natural deisre to stretch their budget as far as possible. Contracting opportunities also become more scarce as the end of the fiscal year approaches, since money “dedicated” to a contracting purchase is lost if the clock turns over and no resolution is found. This means money lost to the command and vital equipment left unpurchased. For deployed/deployable units, this can be unacceptable. The supply system exists to fulfill the operational needs of the training/deployed demand-side, not to streamline the risk-averse audit demands of the supply side. If not raising the price-ceilings of non-GSA purchases for operational commands, the rule against split purchasing by spreading single-type purchases across multiple vendors should be removed. Breaking out a single purchase amongst several vendors alleviates the risk that large purchases are being made to single vendors due to kick-backs. This would call for more diligence on the part of Supply Officers, but that is why they exist.

Funding:

Finally, the recent Presidential Debates have shown the military’s poor ability to communicate the message that funding is becoming an increasingly critical issue force-wide. To many, the defense budget is so large that cuts are academic, savings no doubt hiding throughout the labyrinthine bureaucracy. However, for those of us who had no money to buy everything from tools to toilet paper for a month, it’s a more practical problem. Long before sequestration, Secretary Gates started the DoD on the path of making pre-emptive cuts before outside entities made those choices for the DoD. However, the military has made a poor show of communicating that these cuts have become excessive and are now cutting into the muscle of the force. Obeying the directive to cut funding does not require quietly accepting these cuts; now the Commander and Chief believes the military not even in need of a cut freeze, let alone a funding increase. With Hydra of manning, material, and training issues constantly growing new heads, the strategic communicators must come out in force to correct this misconception. While administrative savings can be found, our capabilities are paying the price for the budgetary experiment. Military leadership should, in part, involve advocacy; obedience requires the resources to execute the mission.

The supply system is a painful process, but with rather humble reforms, that pain can be both lessened and taken off the shoulders of whom the system exists to serve. With a reformed COSAL tracking open purchases, a loosened open-purchase limit that puts the stress on the supplier rather than operator, and better strategic communications about funding, we can apply a bit of lactaid to an otherwise painful process.

Matt Hipple is a surface warfare officer in the U.S. Navy. The opinions and views expressed in this post are his alone and are presented in his personal capacity. They do not necessarily represent the views of U.S. Department of Defense or the U.S. Navy.

International Maritime Satire Week Warning: The following is a piece of fiction intended to elicit insight through the use of satire and written by those who do not make a living being funny – so it’s not serious and very well might not be funny. Our apologies to those who read this without the warning and mistakenly believed it to be true.

Sources in SECNAV’s office are positive a request for a $2 trillion plus-up is around here, somewhere.

Revelations from last week’s presidential debate have put Secretary Ray Maybus’ office into a tailspin. During the debate, President Obama’s stated that Mitt Romney planned to provide, “two trillion dollars in additional military spending that the military hasn’t asked for.”

“I could have sworn I left the special request chit in the SecDef’s inbox,” said Secretary Maybus. The Office of the Secretary of Defense has announced it only received four Christmas Leave chits, a duty-swap chit, and hasn’t seen any special request chits for more money.

“I know I turned it in to SECNAV,” said Chief of Naval Operatons, Admiral Jonathan Greenert, “I put two folders in the Secretary’s inbox. One was for Christmas Leave and the other a request for EXACTLY 2 Trillion dollars. I remember, because I almost left my leave chit in the wrong folder. I’m taking second leave, since usually the first standown period is more relaxed.”

The mystery of the missing lion’s share of Christmas leave chits, as well as the special request chit for 2 trillion dollars, has puzzled many. OPNAV reports turning in at least 160,523 chits for Christmas stand-down. Reportedly, three personnel elected to skip leave altogether due to a low balance of leave days. An unamed insider suggests that, if they just find the rest of those chits, the special request for money will be with it.

This is not the first time major budget-related chits have been lost close to leave periods. Before Thanksgiving in 2010, the OPNAV Office of Assesment (N81) signed and routed up a chit to cancel the Littoral Combat Ship program due to the discovery that it was “total garbage.”

“Imagine our surprise,” said N81’s former head, Rear Admiral Zapp Brannigan, “we thought we cancelled the project, but return from leave to discover they’re building not one, but both those disasters. Maybe they misread our request.”